CAPACITY BUILDING IN PERFORMANCE

MANAGEMENT:

EXPERIENCES OF SMALL AND MID -S IZED CIT IES

Introduction of Panelists

• Gerald Young, Senior Research Associate, ICMA

• Rebecca Jackson, Director of Strategic Performance Analytics, Fayetteville, NC

• Michael Walters Young, Budget & Strategic Innovation Manager, Franklin, TN

• Elizabeth Goltry Wadle, Budget Officer, Wichita, KS

• Alfred Ho, Professor, University of Kansas

The Fayetteville, NC Story Rebecca Jackson

Director of Strategic Performance Analytics Fayetteville, North Carolina

Office of Strategy & Performance Analytics

• Change agent to build a culture of High Performance

• Developing Strategic Plan• Organizational performance

management and reporting• Sustaining implementation of

strategic priority projects – Project Management support for CMO

• Continuous improvement projects, internal consulting, technical assistance and training

• Data Governance and open data• Customer research – Surveys and

citizen and employment engagement efforts.

Aka the “SPA”: “Maximizing performance for a positive impact”

Developing Core Competencies through training & networking• What’s DAT? • Training in Six Sigma, project management and data analytics

Community collaborative projects and partnerships• Civil Affairs Data Analytics Partnership• Fayetteville State University GIS Summer Intern project• Citizen engagement in open data program-- “Randy the Researcher”• Greater Fayetteville United Social Capital Survey• What Works Cities, Gov Ex, Sunlight &

Results for America.

Building Data Analytics Capacity

WHAT’S DAT? Data Analytics Team• Provide guidance &

standards

• Data governance policy

• Open data

• Performance measure reviews

• Collaborative data analytics and process improvement projects.

Civil Affairs CollaborativeN.I.C.E.StatNeighborhood Indicators and Community Evaluation

QuEST PROJECTS Quality, Engagement, Sustainability and Training

Process Improvement and Evidence-Based Decision Making

Operational Dashboards

Code Enforcement

Aligning organizational strategy to employee performance

Transparent Reporting and Analytics for Citizens

https://tracstat.fayettevillenc.gov

The Franklin, TN Story

Michael Walters YoungBudget & Strategic Innovation ManagerFranklin, Tennessee

• 748 Employees (FTE)

• Mayor-Aldermanic-City Administrator Form of Government

• Full-Service City

• Founded in 1799

• Rapid Population Growth:

1970 Population: 9,4971990 Population: 20,098 2020 Population (est): 80,000

• County Seat of Williamson County

• 7th Wealthiest County in America, 2016

• 6th Best Place to Live in America, 2019 (Money Magazine)

• Best Southern Town (Garden and Gun)

• Most Romantic Main Street (National Trust for

Historic Preservation)• #7 best place for STEM

jobs in the U.S., 2018 (Livability.com)

• #1 in Nation for Image & Reputation (2019 National Citizens Survey)

About Franklin

Franklin

Man we collect a lot…but…• As City rapidly grew, different departments had different approaches to

using data…or not all. Even today, the use of analytics ranges from being nearly non-existent in some departments to quite advanced in others

• As of 2014, at least 12 different performance measurement initiatives were running in the City (ICMA, GFOA, TMBP, AWWA, APWA, TRPA, APA, CALEA, ISO, Sustainable Franklin, Departmental Workloads, etc…etc…etc…)

Centralize, Normalize and Standardize information and performance measurement efforts in one place: The Budget! Budget analysts & department heads became intimately involved, and thus proficient, in performance measurement and in turn, changed the culture.

Key

Moving the Needle• Beginning in 2014, all departments were required to have performance

measures within their respective budget documents. Standardized look and feel of all sections

• Beginning in 2015, all departments also were required to tie their department operations to the City’s adopted Strategic Plan – Franklin

Forward

Workload (Output) Measures

2016 2017 2018 2019* 2020*

Number of property tax bills issued 30,366 31,287 31,930 33,000 37,500

Number of water & sewer bills issued 327,318 339,302 347,972 369,150 376,533

New requests for service (Total) 2,857 2,492 2,500 2,500 2,550

Water (Monthly Average) 45.07$ 47.60$ 48.18$ 50.75$ 51.77$

Bills

From Thought to Finish…• Beginning in 2016, City launched its first Open Performance Website for

the Strategic Plan: https://performance.franklintn.gov. Data in Context.

• Also launched a Data Analytics Team with IT & Finance spearheading to create MetaData collections and begin the processing of getting our various data sets to talk to one another so analytics can actually occur.

• Beginning in 2017, all Departments had to tie all new requests for funding to a theme within the Strategic Plan. No theme? No money!

Act Locally…Think RegionallyTennessee Municipal Benchmarking Project

• Led by MTAS (UT-Knoxville) for nearly 20 years- Dozens of municipalities participated - $4,000 annual subscription service- 1206 different measures collected - Suddenly dropped in May 2019

• Benchmarking Alliance of Tennessee

• Led by City of Franklin- 60 data points- 50 measures- Free to participate- Data will be open to all who wish to see throughout the state

Old

New

Today and Beyond…• Departments are increasing using analytics in their daily decision making.

• The use of dashboards, especially those using GIS have continuously grown throughout the City.

• Budgets are consistently turned in with updated performance measures, elected officials and citizens alike utilize the Strategic Plan website to see “how we are doing” and departments by in large only ask for new people, programs and equipment if they have the statistical data justifying the expense.

The Wichita, KS StoryElizabeth Goltry Wadle

Budget OfficerWichita, Kansas

• 3,200 Employees

• 390,000 Population

• Council-Manager Form

• Budget Office located in Finance Department

• No full-time employees dedicated to performance measurement

• GFOA Special Recognition for Performance Measures for seven of past nine years

• ICMA Certificate Program for nine years

About Wichita

City of Wichita Program• Current program since 2009

➤ First Steps:

• Rejoined ICMA-CPM

• Built Performance Measure Inventory

• Developed Annual Report

• Heavy focus on benchmarking

• Data used for initial research and analysis

• Collecting and reporting data is the start of the budget development process

City of Wichita Progress

Effort has been institutionalized➤ Organizational leadership➤ Departments have built capacity ➤ Using data to tell stories has become part of the

organizational culture➤ Operating departments are transitioning to using data

analysis for ongoing decision making

Low-cost and no-cost tools have been used➤ Still using Microsoft Excel and Publisher➤ File Sharing➤ Ongoing data inventory

Collaboration

Identify a staff coordinator who is collaborative and

analytical

31Consistency

Organizational leadership is key to a program that

becomes institutionalized

Tips for Expanding Your Program

Leverage

2

Inventory existing data collection and reporting

efforts

5Longevity

Develop datasets and processes that will

outlast particular people or challenges

6Celebrate

Share success and constantly improve

Tips for Expanding Your Program

Thoroughness

Apply the program throughout the

organization

4

Lessons Learned: Key Questions for the Panelists• How do you pursue performance management (PM) with limited

resources?

• Who is responsible for PM? How do you coordinate different departments to do the work?

• How do you analyze performance data from different departments? Who is responsible for the work?

• What types of data do you use? How do you build data analytics capacity over time?

• What are the roles of technologies?

• What kinds of partnership do you have that can be very helpful?

• What are the key lessons learned?

Questions?